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Topics: Agile, Portfolio Management, Strategy
How using Scrum methodology it is possible to meet a strategic deadline?
Hi everyone, I am a freelance consultant, working into the energy industry, and I am preparing for my PMI-ACP certificate.
Reading the agile software development bibliography about comparison between agile against waterfall or traditional, and doing the comparison from point of view of energy projects and my working experience into both side as contractor and owner, I had many questions and comments, that I would like to share with you and I would appreciate if you could comment to understand better the point of view of IT versus the hybrids used into energy industry, as:
1- The IT agile bibliography, specially the bases of Scrum methodology mention statements like these:
- “Traditional waterfall teams have one answer: all of the planning is done at the beginning of the project”. “At that time most of those questions don’t have answer yet”.” So, the project manager works with the team to make assumptions”.
- “The team was driven by empiricism and rejected the project plan based on guesswork”.
My questions are the following:
1- How does IT Scrum perspective manage estrategic project to meet deadline and strategic commitments (the latest date to finish) to take opportunities of the market without be replaced by the competitors, if the planning is focused just on 1 month goals, or it has a global vision limited to accurate information?
2- Even thought the strategy would be separated into small incremental releases, with working software that delivery value, it is not the whole solution done, done required by the client. Then, how does Scrum manage commitments with the client, who requires deadline to take advantage of the opportunities of the market, or even worse get commercial commitments?
3- How does Scrum manage portfolios to make business feasibility studies if they reject the assumptions? How is possible to evolve business into a market with a fast response capacity if it is not defined a deadline achievable?
4- Scrum bases reject working with a planning which consider simultaneous tasks, even they have no dependencies, then, how does scrum manage the recuperation actions for reducing deferral of the corporate strategies’ goals?
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Scrum is not a method. Scrum is a framework. That´s critical to understand. Scrum did not prescribe. You can fill it up with the tools and techniques best fits for the organization actual situation. If you like to meet deadlines that is critical to understand. And more critical to understand is organizations are creating solutions for business problems, where solution is equal to the product/service/result to be created plus the process to create it. Then decide what to use is part of the solution. My last comment is: everything based on Agile is about planning, between other things. Take a look to this: https://agilemanifesto.org/history.html
...
1 reply by Elena Sandoval
Jul 11, 2020 8:31 AM
Elena Sandoval
...
Thanks Sergio, then using Scrum like simples rules, it is not the best approach. If I understood you for this kind of solution, it is best to look at Scrum like part of the solution, but the approach should be based on the life cycle of the project, applicating solutions, using the vast of approach for requeriment since predictive to agile. This is because the majority of this cases are used hybrid framework to get the most valuable solution. Right ??
Scrum's iterative framework and associated good practices can help you meet fixed goals in multiple ways:

Using the INVEST criteria for backlog items helps minimise dependencies.
Regularly reviewing and re-prioritising the backlog ensures that the team is focused on what matters most.
Regular delivery reduces risk by allowing early testing and identification of defects.
The use of time-boxed iterations simplifies estimation because long range estimates only need to be accurate to the nearest sprint.
...
1 reply by Elena Sandoval
Jul 11, 2020 8:35 AM
Elena Sandoval
...
ok thanks, David
Scrum nos ayuda de una forma sutil a saber como nuestro equipo de trabajo y si no necesita alguna ayuda, y así en cada período de tiempo revisa las entregas y no tener atrasos. Al final debe evaluar que metodología ágil va a utilizar y / o adaptarla su proyecto.
...
1 reply by Elena Sandoval
Jul 11, 2020 8:40 AM
Elena Sandoval
...
Gracias Pablo, si pienso que a la final lo ideal es la adaptación de acuerdo al ciclo de vida del proyecto, gracias y saludos
Carmen -

While commitments on cost & schedule can be made, there are two approaches:

1. If the team has sufficient confidence in their ability to deliver "something" meaningful within a specified time & cost envelope, those could be set up front. This is rare unless it is a stable, long standing team with a lot of experience with the product in question.

2. Commitments can be made based on the confidence horizon for the team. For some teams, that might be only one sprint out, whereas for others that could be a few sprints. Rarely, can a team commit to outcomes which are months, or worse, years out. To enable this, a progressive funding approach would be used where funding tranches are allocated based on the confidence horizon.

Kiron
...
1 reply by Elena Sandoval
Jul 11, 2020 8:42 AM
Elena Sandoval
...
ok thanks Kiron
Jul 06, 2020 3:57 PM
Replying to Sergio Luis Conte
...
Scrum is not a method. Scrum is a framework. That´s critical to understand. Scrum did not prescribe. You can fill it up with the tools and techniques best fits for the organization actual situation. If you like to meet deadlines that is critical to understand. And more critical to understand is organizations are creating solutions for business problems, where solution is equal to the product/service/result to be created plus the process to create it. Then decide what to use is part of the solution. My last comment is: everything based on Agile is about planning, between other things. Take a look to this: https://agilemanifesto.org/history.html
Thanks Sergio, then using Scrum like simples rules, it is not the best approach. If I understood you for this kind of solution, it is best to look at Scrum like part of the solution, but the approach should be based on the life cycle of the project, applicating solutions, using the vast of approach for requeriment since predictive to agile. This is because the majority of this cases are used hybrid framework to get the most valuable solution. Right ??
...
1 reply by Sergio Luis Conte
Jul 11, 2020 9:04 AM
Sergio Luis Conte
...
Ajudamos a criar soluções para problemas de negócios e esses problemas aparecem quando a necessidade de transformação aparece porque o ambiente mudou, porque as organizações são sistemas abertos e adaptáveis. Esa es la base de Agile, la razon de su nacimiento que fué fuera del software en 1990. Agile não é usando um método ou estrutura, Agile não é uma mentalidade, Agile é uma questão de arquitetura de negócios. Solução é igual a "a coisa" para criar mais "o processo" da criação (o projeto), A primeira coisa a decidir ao criar a solução é a abordagem a seguir e o foco afeta o ciclo de vida do projeto. Isso deve ocorrer antes que o projeto exista, analisando a situação atual (a arquitetura atual) e pensando na situação futura. O Agile pode ser usado (eu e outros o fazemos) com os ciclos de vida em cascata sem problemas. Por exemplo, como alguém que usou os modelos de Scott Ambler (DA por exemplo) desde que foram criados, você pode usar os conceitos de DA com ciclo de vida em cascata para gerar um ambiente Agile sem problemas. Eu trabalhei muito no negócio de energia, por exemplo, com a Petrobras. Agora, esqueça tudo isso para a certificação PMI-ACP. Para obtê-lo, você precisa responder o que o PMI deseja ouvir em resposta. Eu fui o primeiro certificado na América Latina e não havia guias relacionados. Minha recomendação é que você leia o guia ágil do PMI, o PMBOK e observe atentamente a lista de referências do PMI-ACP.
Jul 06, 2020 4:26 PM
Replying to David Portas
...
Scrum's iterative framework and associated good practices can help you meet fixed goals in multiple ways:

Using the INVEST criteria for backlog items helps minimise dependencies.
Regularly reviewing and re-prioritising the backlog ensures that the team is focused on what matters most.
Regular delivery reduces risk by allowing early testing and identification of defects.
The use of time-boxed iterations simplifies estimation because long range estimates only need to be accurate to the nearest sprint.
ok thanks, David
Jul 06, 2020 6:31 PM
Replying to Pablo Romero
...
Scrum nos ayuda de una forma sutil a saber como nuestro equipo de trabajo y si no necesita alguna ayuda, y así en cada período de tiempo revisa las entregas y no tener atrasos. Al final debe evaluar que metodología ágil va a utilizar y / o adaptarla su proyecto.
Gracias Pablo, si pienso que a la final lo ideal es la adaptación de acuerdo al ciclo de vida del proyecto, gracias y saludos
Jul 06, 2020 6:34 PM
Replying to Kiron Bondale
...
Carmen -

While commitments on cost & schedule can be made, there are two approaches:

1. If the team has sufficient confidence in their ability to deliver "something" meaningful within a specified time & cost envelope, those could be set up front. This is rare unless it is a stable, long standing team with a lot of experience with the product in question.

2. Commitments can be made based on the confidence horizon for the team. For some teams, that might be only one sprint out, whereas for others that could be a few sprints. Rarely, can a team commit to outcomes which are months, or worse, years out. To enable this, a progressive funding approach would be used where funding tranches are allocated based on the confidence horizon.

Kiron
ok thanks Kiron
Jul 11, 2020 8:31 AM
Replying to Elena Sandoval
...
Thanks Sergio, then using Scrum like simples rules, it is not the best approach. If I understood you for this kind of solution, it is best to look at Scrum like part of the solution, but the approach should be based on the life cycle of the project, applicating solutions, using the vast of approach for requeriment since predictive to agile. This is because the majority of this cases are used hybrid framework to get the most valuable solution. Right ??
Ajudamos a criar soluções para problemas de negócios e esses problemas aparecem quando a necessidade de transformação aparece porque o ambiente mudou, porque as organizações são sistemas abertos e adaptáveis. Esa es la base de Agile, la razon de su nacimiento que fué fuera del software en 1990. Agile não é usando um método ou estrutura, Agile não é uma mentalidade, Agile é uma questão de arquitetura de negócios. Solução é igual a "a coisa" para criar mais "o processo" da criação (o projeto), A primeira coisa a decidir ao criar a solução é a abordagem a seguir e o foco afeta o ciclo de vida do projeto. Isso deve ocorrer antes que o projeto exista, analisando a situação atual (a arquitetura atual) e pensando na situação futura. O Agile pode ser usado (eu e outros o fazemos) com os ciclos de vida em cascata sem problemas. Por exemplo, como alguém que usou os modelos de Scott Ambler (DA por exemplo) desde que foram criados, você pode usar os conceitos de DA com ciclo de vida em cascata para gerar um ambiente Agile sem problemas. Eu trabalhei muito no negócio de energia, por exemplo, com a Petrobras. Agora, esqueça tudo isso para a certificação PMI-ACP. Para obtê-lo, você precisa responder o que o PMI deseja ouvir em resposta. Eu fui o primeiro certificado na América Latina e não havia guias relacionados. Minha recomendação é que você leia o guia ágil do PMI, o PMBOK e observe atentamente a lista de referências do PMI-ACP.

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